This chapter is from the book

During your time off the grid, you brainstormed alone or perhaps with a small group of people. You stepped back to get the
big picture, and you identified your core message. You now have a clearer picture of the presentation content and focus, even
if you do not have all the details worked out yet. The next step is to give your core message and supporting messages a logical
structure. Structure will help bring order to your presentation and make it easier for you to deliver it smoothly, and for
your audience to understand your message easily.

Before you go from analog to digital—taking your ideas from sketches on paper and laying them out in PowerPoint or Keynote—it
is important to keep in mind what makes your ideas resonate with people. What makes some presentations absolutely brilliant
and others forgettable? If your goal is to create a presentation that is memorable, then you need to consider at all times
how you can craft messages that stick.

What Makes Messages Stick?

Most of the great books that will help you make better presentations are not specifically about presentations at all, and
certainly not about how to use slideware. One such book is Made to Stick (Random House) by Chip Heath and Dan Heath. The Heath brothers were interested in what makes some ideas effective and memorable
and other ideas utterly forgettable. Some stick and others fade away. Why? What the authors found—and explain simply and brilliantly
in their book—is that “sticky” ideas have six key principles in common: simplicity, unexpectedness, concreteness, credibility,
emotions, and stories. And yes, these six compress nicely into the acronym SUCCESs.

The six principles are relatively easy to incorporate into messages—including presentations and keynote addresses—but most
people fail to use them. Why? The authors say that the biggest reason why most people fail to craft effective or “sticky”
messages is because of what they call the “Curse of Knowledge.” The Curse of Knowledge is essentially the condition whereby
the deliverer of the message cannot imagine what it’s like not to possess his level of background knowledge on the topic.
When he speaks in abstractions to the audience, it makes perfect sense to him, but to him alone. In his mind it seems simple
and obvious. The six principles—SUCCESs—are your weapons, then, to fight your own Curse of Knowledge (we all have it) to make
messages that stick.

Here’s an example that the authors used early in their book to explain the difference between a good, sticky message and a
weak yet garden-variety message. Look at these two messages which address the same idea. One of them should seem very familiar
to you.

“Our mission is to become the international leader in the space industry through maximum team-centered innovation and strategically targeted aerospace initiatives.”

Or

“...put a man on the moon and return him safely by the end of the decade.”

The first message sounds similar to CEO-speak today and is barely comprehensible, let alone memorable. The second message—which
is actually from a 1961 speech by John F. Kennedy—has every element of SUCCESs, and it motivated a nation toward a specific
goal that changed the world. JFK, or at least his speechwriters, knew that abstractions are not memorable, nor do they motivate.
Yet how many speeches today by CEOs and other leaders contain phrases like “maximize shareholder value yada, yada, yada?”
Here’s a quick summary of the six principles from Made to Stick that you should keep in mind when crystallizing your ideas and crafting your messages for speeches, presentations, or any
other form of communication.

Simplicity. If everything is important, then nothing is important. If everything is a priority, then nothing is a priority. You must be
ruthless in your efforts to simplify—not dumb down—your message to its absolute core. We’re not talking about stupid sound
bites here. Every idea can be reduced to its bare essential meaning, if you work hard enough. For your presentation, what’s
the key point? What’s the core? Why does (or should) it matter?

Unexpectedness. You can get people’s interest by violating their expectations. Surprise people. Surprise will get their interest. But to sustain
their interest, you have to stimulate their curiosity. The best way to do that is to pose questions or open holes in people’s
knowledge and then fill those holes. Make the audience aware that they have a gap in their knowledge and then fill that gap
with the answers to the puzzle (or guide them to the answers). Take people on a journey.

Concreteness. Use natural speech and give real examples with real things, not abstractions. Speak of concrete images, not of vague notions.
Proverbs are good, say the Heath brothers, at reducing abstract concepts to concrete, simple, but powerful (and memorable)
language. For example, the expression “iiseki ni cho” or “kill two birds with one stone”? It’s easier than saying something like “let’s work toward maximizing our productivity
by increasing efficiency across many departments, etc.” And the phrase “...go to the moon and back” by JFK (and Ralph Kramden
before him)? Now that’s concrete. You can visualize that.

Credibility. If you are famous in your field, you may have built-in credibility (but even that does not go as far as it used to). Most
of us, however, do not have that kind of credibility, so we reach for numbers and cold hard data to support our claims as
market leaders and so on. Statistics, say the Heath brothers, are not inherently helpful. What’s important is the context
and the meaning. Put it in terms that people can visualize. “Five hours of battery life” or “Enough battery life to watch
your favorite TV shows nonstop on your iPod during your next flight from San Francisco to New York”? There are many ways to
establish credibility—a quote from a client or the press may help, for example. But a long-winded account of your company’s
history will just bore your audience.

Emotions. People are emotional beings. It is not enough to take people through a laundry list of talking points and information on your
slides—you must make them feel something. There are a million ways to help people feel something about your content. Images are one way to have audiences
not only understand your point better, but also feel and have a more visceral and emotional connection to your idea. Explaining
the devastation of the Katrina hurricane and floods in the U.S., for example, could be done with bullet points, data, and
talking points, but images of the aftermath and the pictures of the human suffering that occurred tell the story in ways that
words, text, and data alone never could. Just the words “Hurricane Katrina” conjure up vivid images in your mind. Humans make
emotional connections with people, not abstractions. When possible, put your ideas in human terms. “One hundred grams of fat”
may seem concrete to you, but for others it is an abstraction. A picture of an enormous plate of greasy French fries, two
cheeseburgers, and a large chocolate shake will hit people at a more visceral level. “So that’s what 100 grams of fat looks
like!”

Stories. We tell stories all day long. It’s how humans have always communicated. We tell stories with our words and even with our art
and music. We express ourselves through the stories we share. We teach, we learn, and we grow through stories. In Japan, it
is a custom for a senior worker (sempai) to mentor a younger worker (kohai) on various issues concerning the company history and culture, and how to do the job. The sempai does much of his informal
teaching through storytelling, although nobody calls it that. But that’s what it is. Once a younger worker hears the story
of what happened to the poor guy who didn’t wear his hardhat on the factory floor, he never forgets the lesson (and he never
forgets to wear his hardhat). Stories get our attention and are easier to remember than lists of rules. People love Hollywoord,
Bollywood, and indie films. People are attracted to “story.” Why is it, though, that when the majority of smart, talented
story-loving people have the chance to present, they usually resort to generating streams of vaguely connected information
rather than stories, or examples and illustrations? Great ideas and great presentations have an element of story to them.